Learn from New Product Failures

Hlavacek, Jim; Maxwell, Craig; Williams, Jimmy J.

doi:10.1080/08956308.2009.11657577

Cited by 8 publications

(3 citation statements)

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“…Research by Parry and Song (1994) supports the investigations of Myers and Marquis (1969) in that ideas derived from the marketplace were likely to lead to new product market success. Hlavacek et al (2009) pointed out that it is important to the success of future NPD projects to perform post-mortems of failed new product launches. This is consistent with the fi ndings of Millson and Wilemon (2002), who found that post launch (launch/commercialisation stage) activities were important to the market success of new products.…”

Section: New Product Market Successmentioning

confidence: 99%

An examination of the moderation effects of NPD resource allocation and product innovativeness on the NPD stage process proficiency-new product market success relationship

Millson

2012

IJTIP

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This study examines the relationships between new product success and the profi ciency with which three major New Product Development (NPD) stages are executed, and the moderation of these relationships by product innovativeness and the allocation of NPD resources. This research demonstrates that NPD stage process profi ciencies are signifi cantly related to new product success, that the profi ciency with which the commercialisation stage is performed is more important to new product success than the profi ciency with which other stages are performed, and that NPD resource allocation moderates the NPD process profi ciency-new product success relationship. Study implications for managers and scholars are offered.Keywords: new product development; new product market success; NPD process profi ciency; product innovativeness; NPD Resource Allocation.Reference to this paper should be made as follows: Millson, M.R. (2012) 'An examination of the moderation effects of NPD resource allocation and product innovativeness on the NPD stage process profi ciency-new product market success relationship', Int.

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Section: New Product Market Successmentioning

confidence: 99%

An examination of the moderation effects of NPD resource allocation and product innovativeness on the NPD stage process proficiency-new product market success relationship

Millson

2012

IJTIP

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“…Similarly, any successful product should constantly be groomed. Both the project management and agile development methodologies emphasize the Lessons Learned and retrospective sessions that must serve as a conduit for product development [52] to introduce new features and refinements in the releases. These lessons learned should be held frequently and address the efficiencies and economies of scale in getting more work done better, faster, and cheaper by assessing the onsite customer representation for field stories that should be translated into new requirements, target segments, and product associations using innovative channels, etc.…”

Section: Groomability Traitmentioning

confidence: 99%

Product Personification: Parag Model to Successful Software Product Development

Rajagopalan¹

2015

IJMVSC

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The ubiquity and abundance of web, mobile, hybrid, and wearable software in today's technology driven lifestyle is unmistakable in personal, social, and professional life highlighting the importance of software product development. With the growth of agile and lean approaches to product development, the responsibilities associated with many of the traditional roles have merged and new roles emerging. The impact of these new trends on software product development have led to misunderstandings leading to product owners bringing their own personal approaches to product development failing to focus on the actual product itself and the effect on the performing organization, clients, and end user. This paper focuses on a new paradigm shifting the focus from product owner to the software product itself by giving it a life and voice to echo the characteristics needed for its adoption, penetration, and sustenance.

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“…Some sources claim the rate is as high as 95 percent (Schlossberg, 1990). Although recent references have not supplied metrics, they have concentrated on "improving" the process (Hlavacek et al, 2009). Still others cite the crowded competitive space and attribute failure to the clutter in the market place (Redmond, 1995).…”

Section: Current New Product Developmentmentioning

confidence: 99%

Transforming the nature and scope of new product development

Pitta

2012

Journal of Product &Amp; Brand Management

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Purpose -Over the last several decades, product development efforts have seen unacceptably high new product failure rates. One important factor is the presence of competitors who can interfere with marketing strategy and force changes that sap resources and reduce success. As industries try to improve their success, line extensions, i.e. developing products similar but different to successful products, have become more common. Simultaneously, industries have reacted by refining the new product development (NPD) process to make it more reliable and accurate. The refined development techniques are so helpful in refining product benefits with which firms are familiar that they reinforce the pressure to extend the line. The result is overcrowded markets where destructive competition destroys profitability. A "blue ocean" strategy promises to change the destructive cycle of market crowding. Originally the framework focused on overall market strategy. However, it has a direct application to NPD. Revising the NPD process to incorporate a blue ocean viewpoint before the idea generation stage may reduce the failure rate and create breakthrough products that are not easily emulated. This paper aims to address this issue. Design/methodology/approach -The paper reviews the NPD literature as well as work implementing a blue ocean strategy. It delineates the tools developed for applying blue ocean concepts to strategy. The paper then applies a blue ocean approach to the NPD process with the objective of developing new products and services that are unhindered by competitive offerings. Implementing a blue ocean strategy involves four main actions and may be focused on six targets. The paper integrates the elements into a strategic opportunity product development matrix which may help practitioners. Moreover, it identifies at which stage of the new product development process blue ocean concepts should be introduced. Findings -The paper reveals that there are no unvarnished panaceas in product development. Applying a blue ocean strategy to avoid competition early in the product life cycle promises to reduce dangerous competition to allow the product to succeed. However, the gains will probably not extend indefinitely. It requires constant improvement and application of the concepts to gain a measure of sustainability. If firms are successful early, they may be able to defend gains in some areas to retain profitability, while seeking new blue oceans. Practical implications -Blue ocean applied to marketing strategy has seen large gains in success. Integrating efforts to find uncluttered market space holds the promise of increased success. It will also refine the NPD process. Originality/value -Blue ocean strategy has not been applied to the new product development process in the literature. The paper integrates the concepts of the strategy with the elements of product development. The result is a new approach toward success products and product introductions.

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Learn from New Product Failures

Cited by 8 publications

References 0 publications

An examination of the moderation effects of NPD resource allocation and product innovativeness on the NPD stage process proficiency-new product market success relationship

An examination of the moderation effects of NPD resource allocation and product innovativeness on the NPD stage process proficiency-new product market success relationship

Product Personification: Parag Model to Successful Software Product Development

Transforming the nature and scope of new product development

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